As a great fan of boating, one of my former directors offered my services to a European shipbuilding start-up looking for advice. This company has patented a propulsion technology and was conducting technical tests on different types of boats designed for urban mobility. Their main dilemma to date was the design of the boats’ interior, and they wanted to have a framework and proposals.

When I asked them what their business model was, these talented engineers didn’t have any answer. They have developed their concept into a multitude of possible products, but without really having a clear and economically sustainable positioning.

In this case, the best practice is to analyze the business environment: the urban planning of the cities that may constitute a market, the type of possible boat trips, the regulatory environment in urban centers, to know what the potentially profitable use cases are. Transporting a tourist does not imply the same needs as day-to-day mobility. The interior of the boats is only the reflection of the needs of those for whom they are designed.

My job is to give a framework to what is still only a concept, so that it can realize its full potential. Strategic thinking is about giving yourself the means to see your vision and ambitions come true.